Wednesday 8 December 2021

Whether it is a success or failure, the project should be well maintain value management

This article explores how to disassemble fuzzy task goals into concrete executable and help teams build strong consensus on goal management. and help projects execute in an orderly manner, experience consistency, and maximize quality management.

Today we will make up the third part of project management - project value management, to form a complete project management triangle:

As the logic shows, goal management and quality management help you improve the quality and value of your project. 


Without final value management, the project management cycle cannot be rotated, and the value cannot be output and played.

To emphasize repeatedly, the ultimate success or failure of the project has many subjective and objective factors to determine, there is no help you live an absolute success of the project management success. 

But making the project valuable can be achieved with established methodologies, both at the individual level and in increasing the value of the project's control, as well as the value of the business level to drive business development. this is where the project management triangle can help you achieve.

So now let's look at project value management that doesn't affect success or failure, but translates all project efforts into value.

Why value management is needed

"Projects, whether successful or not, are agreed to be valuable: successful projects bring business breakthrough value, cycle more resources, and failed projects lead to the precipitation of experience, leading to more thinking and more waste of resources." and in the process, as a trading project you gain and grow the most.

Value management helps you achieve any project that is well-targeted and quality-managed. to put it bluntly, this is a very beautiful scene, from then on there will be no project failure to bring you a devastating blow, leadership disapproval, colleagues spurned; ”

The role of value management in project management is as follows:

  • the project is conducted in a consistent manner with the project's grantor (leader) and participants on the project value evaluation criteria
  • maximize the use of project objective management and quality management results to reduce inequitable work
  • constitutes a project cycle upward trend, constantly evolving
  • of course, when you become the head of an organization or department, you have specific business metrics on your head rather than a specific project. to achieve a goal is to succeed, not to achieve is to fail. it seems that this time the project has no value and success or failure of the relationship is not so big (simply put, it is not good to do well and can not use value management fool the boss praise themselves).

But where does your control over the success or failure of the project come from? isn't it the control that settles out in the rising cycle of project value management construction again and again, this time value management for you forms more of an internal drive, prompting you to objectively evaluate the value of each practice and precipitation experience.

Therefore, the rising cycle (project management triangle) formed by value management, goal management and quality management is a core competence model that runs through the career of activity operation.

Why value management is always ignored

In the fast food internet industry, it's hard to estimate how many items go online every day. but how many of these projects are worthless to do, as far as daily observations are concerned:

The vast majority of the lead to a vague instruction, mechanized in accordance with the fixed set of execution, the effect of good excavation of the bright spot issued a happy report, the effect is not good. believe that event operators have no less experience in such scenarios, whether you are a junior executive as a member of a project or some of the projects you have run yourself during the occasional lazy process.

The reason is that the whole industry of operating positions is still in the process of over-target-oriented, value-oriented has not yet formed a general consensus. there is nothing wrong with goal orientation, but goal orientation alone does not fully realize the value of all the manpower and resources invested. excessive goal orientation can lead to:

  • single-point and rough evaluation of the success or failure of the project;
  • dare not face failure, do whatever it takes to cover up failure;
  • most of the project summary precipitation to the cycle rise process mechanization most of the situation has not really had an effect;
  • Single point kpi reach is greater than user experience, greater than long-term growth, greater than value precipitation;
  • neglecting value management causes a lot of waste to resource manpower.
  • the problems caused by excessive goal orientation have been reflected on for many years in many leading enterprises and industries, and value orientation is a universally agreed solution. in a true value-oriented mindset, a range of solutions, such as growth hacking, have evolved, of course, involving larger and more complex business operations and business operations, and we are focusing here on how value orientation can play a role in project management to achieve what we want to achieve.

Simply put, it's about a sense of value management:

all the effort and resources i put in must make him value, not just accomplish a goal.

The theory of value management is put forward here:

Value management is a kind of consistent upward movement of value planning, expected management and value refining.

It includes:

  • value planning: the strategic layout of a project (and even smaller projects can have a strategy) is designed to maximize value for all possible directions of the project;
  • expected management: a unified consensus with project grantor and participants on the overall value of the project to ensure that the project value is ultimately widely recognized in order to leverage additional support and resources for follow-up.
  • value refining: a clear refinement of project values (at the individual and business levels) to form the basis of an upward cycle.
  • build a rising cycle: connect a single point cycle of goal management and quality management with value management, and guide the next continuous cycle of goal definition.

One point to add here is that value management is a continuous action with two dimensions:

Realize that things are continuous, that a project is not above or offline or that the summary report is terminated, and that the value of the project has a long-term impact even throughout your career.
Realize that each point of project is continuous, and that the value output of each project is the basis for the next project and all subsequent project goal management.

Value management is a conscious, practical experience with a variety of practices, in which example some of my understandings (not complete and only represent my understanding at this stage):

Practice in values

Value planning

Combined with a mode of thinking in goal management, it is not necessarily reflected in writing (of course, prior mastery can be assisted by writing form). the core is to plan the value refining model of the various trends of the project in advance.

For example, 


The project data is not effective (users do not pay for these products at this point in time), the most basic value that should be achieved is no matter how much data i can pull some new user precipitation in our platform or products. 


Let users realize that these products you do not need perhaps next time there will be you interested (so the project scenario should not have the most basic user attention to boot operations or business introduction), to prepare for the next project (or some exploratory means invalid actual conclusions) if the data meets expectations or even exceeds it, the project should be packaged to form an industry benchmark, with a series of follow-up campaigns to help the platform leverage more resources or customer input (so you should be prepared for the job in advance).

Do these plans well in advance, rather than simply defining a goal to start, waiting for the project results to come out, only a success or failure of the conclusion and the inside is actually no one to see the summary mail. there could have been a lot of value in the exploration, and you're wasting it (the user you could have precipitated was only covered up by you as a jump user under the target of a big failure).

Expected management


Don't get a leader's task to throw a sentence i must do to rough execution, and then failed to start doing whatever it takes to cover up failure. pass on your objective and rational assessment of the project to him and let him and you agree on the value planning understanding: 

Where this project i have confidence will bring value, where there is uncertainty i can not control, so eventually i will let the project in different circumstances to produce what value.

People are not sages, everything is successful, objective factors force manure influence your leadership must also know. 


He also needs you to be able to give him specific and reliable project assessments, he also needs to have clear expectations to match, and he can be prepared for a variety of situations. 


Instead of not being aware of the progress of the project from start to finish or waiting for you to hand in the digital difference with a high expectation.

This step is actually very simple, it doesn't take you and the leader 5 minutes to change this line of thinking, you will be considered a trusted and reliable project operator, and this person is in the event of a major challenging project when a team needs the most, it also means that you can get more opportunities, and more resources.

Of course, you can also do some expected reduction management that is perceived to have a more than expected effect, which is not a righteous move, but it is also necessary when the project affects your team's survival and resource acquisition.

Value refining

Realizing that project value is not only the final gmv output or a result indicator, project value can take many forms, as long as it is a positive contribution to business and individuals:

  • benchmark value: project formation bench marking effect, can affect more resources and customer input;
  • user awareness value: experience-class items can keep users even if they can't affect them once;
  • explore value: success or failure are important experiences for new business models to quickly validate different approaches;
  • methodological precipitation value: individuals in the course of business execution through the data changes, operational action effect of careful observation of the precipitation of the sharp methodological library, to help you become a more powerful problem-solving to achieve the goal of the operation;
  • data mining value: all user data affected by the project can help to refine the analysis of user behavior characteristics and find breakthrough points;
  • word-of-mouth construction value: value management in place, project implementation professional, help to form an individual or team on top, partners, external good reputation, but also the guarantee of follow-up resource input;
  • cooperation value, customer invigorating value, advertising value ... there are many kinds of value, as long as it has a positive impact on business and individuals.
  • but be aware that this isn't the right way to teach you to make up for mistakes by making up stories afterwards, but to face them objectively and derive value, which helps you outperform other brainless activity operators.

In addition, not all value is worth doing, input-output ratio is also an important measure, to do the most efficient thing.

Building a rising loop

You and your business, what value you want to achieve in the long run, are the most professional in social marketing or the ladder of user growth. 


In addition to a single point of kpis, each realized value should try to form a fixed matrix of value, guide your next and subsequent series of project actions, and constantly precipitate and enhance your value matrix.

As long as each project helps you become more professional in social marketing and increase your user volume, it can help you form a real uptrend. in this way, the results of each project regardless of success or failure are valuable output, each project goal-setting will no longer be tangled pain pat on the head arbitrarily defined.

Now that the necessary project management triangle for event operations has taken shape, let's review:

Again, the ultimate success or failure of the project is determined by a number of subjective and objective factors, there is no to help you live an absolute success of the project management success. 


But making the project valuable can be achieved with established methodologies, both at the individual level and in increasing the value of the project's control, as well as the value of the business level to drive business development. this is where the project management triangle can help you achieve.

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